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Market Your Capabilities to Specific Agencies

Small companies, which normally have very limited resources for marketing, should give careful consideration to what extent an agency represents a viable market.   It is important not to expend too much marketing effort where the prospect of a contract does not appear likely.   The Small Business Specialist in each contracting office can be of assistance regarding a firm's prospects for doing business with that activity.

The best and most productive marketing approach for the small and small disadvantaged business contractor is "do it yourself."   Do not depend on the Government or others to locate contracting opportunities for you.   Those firms that have reached a very high level of success have done so by their own individual marketing efforts and initiatives.   Consider utilizing the following steps as you embark on your marketing efforts:

• Prepare detailed capability statements/brochures for distribution to agencies.

• Be specific in describing the capabilities of your firm.   Indicate prior experience, prior commercial and Government contracts, references, etc.  If you have multiple skills, market those of which a particular office buys the most.  Where can you be contacted by phone, fax, mobile telephone, letter, or email? Do you have an Internet site?   

• Accept the government credit card -- and mention it in all of your literature. The government purchased 13.7 billion dollars in goods and services in FY01 with the purchase card.  Most contracting officers will choose the purchase card over the paperwork to make a buy.

• Market only those agencies that purchase the goods and services provided by your firm.

• Identify key contact persons in each agency in which you plan to concentrate your marketing efforts.  Remember to market to the users (Program Managers) not the buyers (Procurement Personnel).  Making the right connection can take time. Perseverance will pay off.

• Follow up periodically, but be reasonable about it.   Don't wear out your welcome.

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